New public management

Governança e New Public Management:

convergências e contradições no contexto brasileiro
a governança deriva da cultura política do país onde se insere

qualificação das relações que o Estado (domínio dos políticos e burocratas)

desenvolve com o setor privado (domínio das empresas e consumidores) e
o terceiro setor (domínio da cidadania organizada em torno dos seus
interesses)

é de se esperar que os desenhos institucionais da governança sejam

diferentes, dependendo do contexto onde são aplicados

a NPM não demonstra sensibilidade contextual e ideológica

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 Diferenças conceituais (PETERS; PIERRE, 1998; PRATS I CATALÁ, 2006)

Governança é um conceito essencialmente democrático: a redução do

Estado como conseqüência das reformas neoliberais pode ter diminuído
seu peso e transformado seu papel, mas o aumento das parcerias com o
setor privado e com o terceiro setor também é impulsionado pela
crescente pressão da sociedade. A NPM é ideologicamente marcada pelo
neoliberalismo e busca tornar as organizações públicas similares às
privadas, reconhecendo apenas a diferença no produto a ser entregue. A
governança reconhece a importância das organizações públicas na rede de
articulação com o privado.

Governança tem foco inter-organizacional: diferentemente da NPM, cujo

principal foco são as práticas intraorganizacionais, a governança estimula
as redes interorganizacionais como formas alternativas para o alcance

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 do interesse público. O setor público é responsável pelo controle político e
pelo desenvolvimento de estratégias que sustentam a capacidade de ação
do governo. A NPM busca mudar o setor público, tornando-o próximo ao
privado.

Governança sustenta-se em bases ideológicas diferenciadas da NPM: a

governança é maleável em diferentes contextos ideológicos ou
culturais. De fato, redes interorganizacionais, intersetoriais e gestão
integrada podem ser implementadas gradativamente, em diversos
contextos sócio-culturais, adaptando-se às suas características. Já a NPM
sustenta-se pela ideologia neoliberal e busca a penetração das forças do
mercado no setor público.

Não existe um modelo único de governança: diferentemente do modelo

burocrático, a governança não pretende ser um modelo organizativo e
funcional de validade universal. A governança é multifacetada e plural,
busca eficiência adaptativa e exige flexibilidade, experimentação e
aprendizagem via prova e erro.

Governing the Hollow State

The hollow state is a metaphor for the increase of third parties, often nonprofits,
to deliver social services and generally act in the name of the state
The normative question this research has raised, but not answered, is: What effect
does government contracting with third-party providers have on the perceived
legitimacy of the state?

Hollow state X direct government provision of services: bureaucratic mechanism

The hollow state has very few command and control mechanisms

Public managers are involved in arranging networks that gain the

advantages of scope and scale without the negatives associated with
bureaucracy

These networks are used to deliver services under contract, proving that a
government-provided service does not necessarily have to be administered
by a large body of civil servants

Flexibility to change and adapt as the need arises → less risk

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 Key findings

A clear principal-agent relationship increases the probability that networks of

providers will be effectively governed

When authority is granted to a principal by the state in an unclear or

contingent fashion, it is difficult for effective governance to emerge.

Principals that produce at least some services will be more effective at

governing a set of providers than principals that only govern

In a monopsony, where the principal is the sole buyer of services, producing

some services is the only way to learn about the costs of production → there
isn't incentive to push providers toward efficient outcomes
In addition, producing as well as providing services allows principals to
defeat the tendency of a few agents to produce similar services so as to
collude on pricing

Contracts should be rebid infrequently

Frequent rebidding of contracts is counterproductive as it discourages a

long-run
perspective on the part of the providers and encourages political jockeying
aimed at making the principal look bad

Resources are important, but only when they are combined with other
elements of effective governance
A level of resources that is consistent with the degree of difficulty of the task,
when combined with the elements of effective governance, increases the
probability of effective performance.

Stability promotes a belief that cooperation will have a reasonable payoff

Stability increases the probability that individual actors will develop norms of
reciprocity and learn to solve social dilemmas

New Public Management Reforms in Europe and

their Effects: Findings from a 20-Country Top Executive
Survey

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 The relationship between five key NPM reforms (downsizing, agencification,
contracting out, customer orientation and flexible employment practices) and four
dimensions of public sector performance (cost efficiency, service quality, policy
coherence and coordination, and equal access to services)

treating service users as customers and flexible employment are

positively related to improvements on all four dimensions of
performance

contracting out and downsizing are both positively related to improved

efficiency, but downsizing is also associated with worse service quality

the creation of autonomous agencies is unrelated to performance

The cutback management literature highlights that optimistic accounts of the benefits
of downsizing often confront uncomfortable organisational realities

In particular, where the slack resources needed to respond to environmental

change are ‘hollowed out’, service quality and equity declines (Raudla, Savi and
Randma-Liiv, 2015).

This suggests that policy-makers seeking to modernise the public sector should
prioritise managerial reforms within public organizations over large-scale
structural transformations

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